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Friday, March 3, 2017

A company with a culture in which in-fighting and heavy-handed treatment of subordinates are not only tolerated, but also
constitute the norm can have good financials. With operations in more than 70
countries and a valuation of close to $70 billion in 2017, Uber could be said
to be a tough, but successful company. Yet the psychological boundary-problems
that lie behind such an organizational culture can easily be projected
externally to infect bilateral relations with stakeholders. In the case of
Uber, those stakeholders include municipal law enforcement. Even more than as manifested
within the company, the external foray demonstrates just how presumptuous “boundary
issues” are. Such presumption can blind even upper-level managers to just how
much their company has overstep. In reading this essay on Uber’s program to
evade law enforcement, you may be struck by the sheer denial in the company.